SAFE HARBOR

This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of theSecurities Act of 1933, as amended, or the Securities Act, and Section 21E of the Securities Exchange Act of 1934, as amended, or the Exchange Act,which represent our management's beliefs and assumptions concerning future events. When used in this presentation document and in documentsincorporated herein by reference, the words “expects,” “plans,” “anticipates,” “indicates,” “believes,” “forecast,” “guidance,” “outlook,” “may,” “will,”“should,” “seeks,” “targets” and similar expressions are intended to identify forward-looking statements. Forward-looking statements involve risks,uncertainties and assumptions, and are based on information currently available to us. Actual results may differ materially from those expressed in theforward-looking statements due to many factors, including, without limitation, our extremely competitive industry; volatility in financial and credit marketswhich could affect our ability to obtain debt and/or lease financing or to raise funds through debt or equity issuances; our significant fixed obligations andsubstantial indebtedness; volatility in fuel prices, maintenance costs and interest rates; our reliance on a high daily aircraft utilization; our ability toimplement our growth strategy; our limited number of suppliers; our ability to attract and retain qualified personnel and maintain our culture as we grow;our reliance on a limited number of suppliers; our dependence on the New York and Boston metropolitan markets and the effect of increased congestionin these markets; our reliance on automated systems and technology; our being subject to potential unionization, work stoppages, slowdowns orincreased labor costs; our presence in some international emerging markets that may experience political or economic instability or may subject us tolegal risk; reputational and business risk from information security breaches or cyber-attacks; changes in or additional domestic or foreign governmentregulation; changes in our industry due to other airlines' financial condition; acts of war or terrorism; global economic conditions or an economicdownturn leading to a continuing or accelerated decrease in demand for air travel; the spread of infectious diseases; adverse weather conditions ornatural disasters; and external geopolitical events and conditions. It is routine for our internal projections and expectations to change as the year or eachquarter in the year progresses, and therefore it should be clearly understood that the internal projections, beliefs and assumptions upon which we baseour expectations may change prior to the end of each quarter or year. Further information concerning these and other factors is contained in theCompany's Securities and Exchange Commission filings, including but not limited to, the Company's 2017 Annual Report on Form 10-K and its QuarterlyReports on Form 10-Q. In light of these risks and uncertainties, the forward-looking events discussed in this presentation might not occur. We undertakeno obligation to update any forward-looking statements to reflect events or circumstances that may arise after the date of this presentation.

The following presentation also includes certain “non-GAAP financial measures” as defined in Regulation G under the Securities Exchange Act of 1934.We refer you to the reconciliations made available in our Quarterly Reports on Form 10-Q and Annual Reports on Form 10-K (available on our websiteat jetblue.com and at sec.gov) and in our fourth quarter earnings call (furnished on January 24th, 2019), which reconcile the non-GAAP financialmeasures included in the following presentation to the most directly comparable financial measures calculated and presented in accordance with U.S.GAAP.

3

The Next Stage: Margin-driven, integrated ESGRobin HayesChief Executive Officer

• Our value proposition, aligned to a high-value geography, generates higher RASM.

*Total RASM, stage-adjusted to 1,000 miles; for full network for all carriers, 2017.Source: DIIO and company reports

12.97 14.37

11.94

8.99

JetBlue Legacies LCCs ULCC

Value proposition translates to revenue performance

Value proposition Unit revenue*Differentiated Product & Service

MINT

JetBlue is the low-cost carrier for the East Coast

31%of U.S. revenue

25%of U.S. revenue

44%of U.S. revenue

Percent of U.S. ASMs on the East Coast

100%

80%

60%

40%

20%

0%

0.52 0.70(2)

1.98 2.131.74(2) 1.55

2013 2014 2015 2016 2017 2018 2020E

Non-GAAP

Non-GAAP

Non-GAAP

0%

5%

10%

15%

20%

2013 2014 2015 2016 2017 2018 2020E

Pre-

Tax

Mar

gins

Earn

ings

per

Sha

re ($

)

JetBlue

(1 )Average peer set (AAL, ALK, DAL, LUV, SAVE, UAL); reported results and consensus(2) Non-GAAP figures; 2014 GAAP figure includes $0.49 gain from sale of LiveTV; 2017 GAAP figure includes $1.67 of tax benefit related to the Tax and Jobs Act; 2018 GAAP includes a net impact of $(0.95) from special items and tax reform.(3) Reflects adoption of new revenue recognition rules

Peers(1)

3.41GAAP

1.19GAAP

BASELINE MACRO

ASSUMPTIONS*• Oil: $2.33/gal• GDP: 2.3%• CPI: 2.3%*Baseline Macro Assumptions:2019-2020 average

$2.50$3.00

Non-GAAP(2)

(3) (3)

GAAP

0.60

Journey to superior margins

Non-GAAP

(2)

Dense Urban Areas

High-ValueGeographyCulture

Differentiated Experience &

Services

Safety

COMPETITIVE ADVANTAGE

OUTCOME

Integrity

Produce Returnsfor Owners

Caring

Inspiring Culture for Crewmembers

Passion + Fun

Create Value for Customers

Values feed culture, culture creates product

in airports where Crewmembers most affirm their trust inJetBlue’s ethics, values, and culture.

Customer satisfaction is 18% higher than average

Reservations crew who most affirm their trust in JetBlue’s ethics, values, and culture are

and process

21% more likely to secure ancillary revenue

18% more calls monthly.

Crewmembers in office roles who affirm their trust in JetBlue’s ethics, values, and culture have an

81% lower attrition rate.

Cost

Culture & Labor Relations

Product OfferingNetwork

Climate Impacton Demand

and Migration

Culture & Labor Relations

Fleet

Fuel & Carbon Option

Capital Allocation

Running thebusiness withthese things

in mind

Financial building blocks + ESG

Cost

Culture & Labor Relations

Product OfferingNetwork

Climate Impacton Demand

and Migration

Culture & Labor Relations

Fleet

Fuel & Carbon Option

Capital AllocationRun the balance sheet for the long

term

+ +

Financial building blocks + ESG

Cost

Culture & Labor Relations

Product OfferingNetwork

Climate Impacton Demand

and Migration

Culture & Labor Relations

Fleet

Fuel & Carbon Option

Capital Allocation

Running thebusiness withthese things

in mind

+ +

Energy, regulation, and scenario planningFinancial building blocks + ESG

Cost

Culture & Labor Relations

Product OfferingNetwork

Climate Impacton Demand

and Migration

Culture & Labor Relations

Fleet

Fuel & Carbon Option

Capital Allocation

Running thebusiness withthese things

in mind

+ +

Energy, regulation, and scenario planningFinancial building blocks + ESG

1. Energy efficiency and intensity

2. Regulation and fuel and carbon options

3. Scenario planning

A220s, compared to E190s

40% lower fuel burn per seat

30% lower operating cost per seat

A321 new engine, compared to current engines

22% lower fuel burn per seat

22% lower CO2 emissions per seat

Capital allocation toward fuel savings

Cost

Culture & Labor Relations

Product OfferingNetwork

Climate Impacton Demand

and Migration

Culture & Labor Relations

Fleet

Fuel & Carbon Option

Capital Allocation

Running thebusiness withthese things

in mind

+ +

Energy, regulation, and scenario planningFinancial building blocks + ESG

1. Energy efficiency and intensity

2. Regulation and fuel and carbon options

3. Climate risk scenario planning

Proactively offsetting industry emissionsto reduce cost exposure

Cost

Culture & Labor Relations

Product OfferingNetwork

Climate Impacton Demand

and Migration

Culture & Labor Relations

Fleet

Fuel & Carbon Option

Capital Allocation

Running thebusiness withthese things

in mind

+ +

Energy, regulation, and scenario planningFinancial building blocks + ESG

1. Energy efficiency and intensity

2. Regulation and fuel and carbon options

3. Climate risk scenario planning

Historical Predictive

Risk Opportunity

Operations Demand

Forecasting

Climate risk and scenario planning

2017: Widely called the worst hurricane season on record

2018: One of strongest storms to hit U.S. ever recorded

Hurricane Maria

2017 Hurricane season

-50%

-40%

-30%

-20%

-10%

0%

10%

20%

30%

6/1/17 7/1/17 8/1/17 9/1/17 10/1/17 11/1/17 12/1/17 1/1/18

Leisure VFR

Irma

Harvey Maria

All Caribbean + Latin America

Visiting friends & relatives2017 Hurricane Season

80.0

90.0

100.0

110.0

120.0

130.0

140.0

150.0

YE Sep 2010 YE Sep 2011 YE Sep 2012 YE Sep 2013 YE Sep 2014 YE Sep 2015 YE Sep 2016 YE Sep 2017 YE Sep 2018 YE Sep 2019

Cumulative change in industry wide seatsper year SJU to/from MCO (index, 2010 = 100)

Increase in industry capacitySan Juan (SJU) to/from Orlando (MCO)

Hurricane Maria

Q1-17 Q2-17 Q3-17 Q4-17 Q1-18 Q2-18 Q3-18 Q4-18

MCOSJU System

Estimatedperiod of most intense migration*

Hurricane Maria

*Source: Bureau of Economic and Business Research, Growth of Puerto Rican Population in Florida and the on the U.S. Mainland

Revenue per Available Seat Mile (RASM) – TTM

Increase in per unit revenueSan Juan to Orlando

Cost

Culture & Labor Relations

Product OfferingNetwork

Climate Impacton Demand

and Migration

Culture & Labor Relations

Fleet

Fuel & Carbon Option

Capital Allocation

Running thebusiness withthese things

in mind

+ +

Talent pool and pipeline Financial building blocks + ESG

500k

550k

600k

650k

700k

750k

800k

850k

1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016

Source: https://theconversation.com/the-us-is-facing-a-serious-shortage-of-airline-pilots-95699

30%fewer pilots

Number of pilots in the U.S. is on a steady decline

Average cost of becoming acommercial airline pilot:

$85Kwhich is 3x more expensive than it was in 1990.

Source: US Airline Pilot Supply Forecast; University of North Dakota, 2016.

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0

JetBlue

Alaska

United

Delta

American

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0

JetBlue

Alaska

United

Delta

American

The U.S is expecting a deficit of 15K pilots

% of current pilot group sizeretiring over the next 5 years

% of current pilot group sizeretiring over the next 10 years

Source: https://skift.com/2015/08/25/government-report-highlights-u-s-airlines-lack-of-racial-and-gender-diversity/ https://www.bls.gov/cps/cpsaat11.htm

97% same race% of pilots in the United States in 2014

91% same gender% of pilots in the United States in 2018

The cockpit is the boardroom of the airplane

45 Average age of U.S. commercial pilots

Almost all Gateway Select pilots were born in the mid ‘90s

5x more underrepresented backgrounds Gateway Select

Double the number of women across all programs

ESG disclosure is only as helpfulas it is relevant and standardized

Building blocks both improve returns and incorporate our predictions of how ESG will impact us.

Differentiated culture creates opportunities for accretive growth.

We have continued our journey to improve absolute and relative margins.

5757

APPENDIX: RELEVANT JETBLUE MATERIALS

Investor Presentations

http://blueir.investproductions.com/investor-relations/events-and-presentations/presentations

Earnings Releases http://blueir.investproductions.com/investor-relations/financial-information/quarterly-results

Annual Reports http://blueir.investproductions.com/investor-relations/financial-information/reports/annual-reports

SEC Filings http://blueir.investproductions.com/investor-relations/financial-information/sec-filings

Proxy Statements http://blueir.investproductions.com/investor-relations/financial-information/reports/proxy-statements

Investor Updates http://blueir.investproductions.com/investor-relations/financial-information/investor-updates

Traffic Reports http://blueir.investproductions.com/investor-relations/financial-information/traffic-releases

ESG Reports http://blueir.investproductions.com/investor-relations/financial-information/reports/sustainable-accounting-standards-board-reports

INVESTOR.JETBLUE.COM

DOCUMENT LOCATION

APPENDIX: NOTE ON NON-GAAP FINANCIAL MEASURES

We sometimes uses non-GAAP measures that are derived from the consolidated financial Statements, but that are not presented in accordance with generally accepted accounting principles in the U.S., or U.S. GAAP. We believe these non-GAAP measures provide a meaningful comparison of our results to others in the airline industry and our prior year results. Investors should consider these non-GAAP financial measures in addition to, and not as a substitute for, our financial performance measures prepared in accordance with U.S. GAAP. Further, our non-GAAP information may be different from the non-GAAP information provided by other companies. We believe certain items included in our consolidated financial statements on a GAAP basis distort our overall trends and that our metrics and results are enhanced with the presentation of our results excluding the impact of these items. For 2014, our results included the $241 million gain on the sale of LiveTV, a wholly-owned subsidiary of JetBlue. For 2017, our results included a $551 million tax benefit from the measurement of our deferred taxes to reflect the impact of the enactment of the Tax Cut and Jobs Act of 2017.For 2018, our results included pre-tax charges of $435 million related to one-time costs associated with the ratification of our pilots’ collective bargaining agreement and the transition of our Embraer E190 fleet. Our 2018 results also included a tax benefit of $28 million from the impact of the 2017 tax reform. Please refer to our 2014 Annual Report Form 10-K filed with the SEC on February 12, 2015, and our Fourth Quarter and Full Year 2018 Earnings Release on Form 8-K furnished to the SEC on January 24, 2019, for reconciliations of these non-GAAP financial measures.